Learning & Development

Nobody got fit by owning a bigger library of workout videos. Yet the L&D win of the year is often we added 400 courses. A library gives you access to content. A gym gives you deliberate practice under load, with feedback, until the movement changes. Capability is built in the second place, not the first. Most LMS platforms are excellent libraries pretending to be gyms. Access is not ability. Watching is not doing. A full catalogue and a capable workforce are different achieve

A course is an input you can put on a purchase order. Behaviour change is the outcome you actually wanted. Procurement keeps buying the first and hoping for the second. The gap between the two is where most training budgets quietly disappear. You approve a catalogue of courses, people complete them, and six months later the capability you were trying to build is nowhere in the numbers. You did not want a course. You wanted a manager who can hold a hard conversation, a rep who

Three weeks after the workshop, behaviour is back to baseline. Here's why training decays, and the reinforcement design that makes it stick. Plus a decay estimator.

Most 'skills gaps' are really naming failures: you can't close a gap you can't name. Run your top skill through the disambiguator and see what you're really asking for.

"Just send us your communication module. We'll run it for the whole team." The short version Buying a training course before diagnosing the problem is like prescribing before examining the patient. Diagnose first, and you can define what to fix, avoid wasting spend, and prove impact afterwards. Most training solves a problem nobody defined The default sequence in corporate learning is backwards. Someone senses a gap, a course is chosen or bought, the course is delivered, com

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